He frequently took John along when he hit the road on business. "I was, and I am, not afraid to take on a risk and I believe that in risk, if you perform, it produces great opportunities," he told Morrow. However, he soon encountered challenges. John Hammergren, CEO of McKesson Corporation, is auctioning is 9-acre, 23,000-square-foot compound in Orinda, California. Stay in the loop! Mahoney resigned in April 2001 and Hammergren became sole president and CEO, with the responsibilities of chairman being added the following year.Hammergren implemented two fundamental plans that set the stage for the company's revival. With over 10 years experience he's covered businesses, CEOs, and investments. He also has free use of the McKesson corporate jet, and not just for business travel. Hammergren recalled to Morrow: "You had to dodge and weave the whole time, and clearly we were making commitments about recovery of the business to customers that we didn't realize were this angry, and with problems that were much more severe than we even realized at the time." Those commitments included promises that they would fully understand all the issues, continue to invest in the company's future, make good on HBOC's promises, and—if they could not—compensate for it financially. ICARE was an acronym for customer centered, accountability, respect, and excellence. McKesson initiated a strategic review, began implementing changes to its operating systems, and decided to further enhance the technological aspects of their business, which already included computerized distribution centers and automated order-entry systems. He said the set of principles was something his totally demoralized employees could rally around.Education: University of Minnesota, BBA, 1981; Xavier University, MBA, 1987. His mother went back to work to support herself and John and it was a hard time in their lives. A lawsuit was filed by its shareholders and the result was a conviction of fraud committed by inflating its sales numbers. Second was employee satisfaction, which first dropped but then began to rise, with employee turnover ultimately falling below industry averages. As it turned out, they had to take a large financial hit later in the year simply so they could look those customers in the eye and say: "'Here's what we promised. "There was no safety net economically or philosophically, and if I didn't want to cement my path and my moral compass on my own, it was not going to be set for me by anyone," he said during an interview with Daniel S. Morrow, executive director of the Computerworld Honors Foundation (April 6, 2004). Hammergren was aware of but undeterred by the crisis. In 1991 he went to Kendall Healthcare Products, which was in the midst of a leveraged buyout and in considerable turmoil.
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